{"id":2210,"date":"2026-02-04T11:00:12","date_gmt":"2026-02-04T14:00:12","guid":{"rendered":"https:\/\/paipe.com\/?p=2210"},"modified":"2026-09-18T14:32:16","modified_gmt":"2026-09-18T17:32:16","slug":"how-to-plan-management-in-an-atypical-year-external-context-strategy-and-predictability","status":"publish","type":"post","link":"https:\/\/paipe.com\/en\/blog\/inteligencia-artificial\/como-planejar-a-gestao-em-um-ano-atipico-contexto-externo-estrategia-e-previsibilidade","title":{"rendered":"How to plan management in an atypical year: external context, strategy, and predictability."},"content":{"rendered":"

Not every management challenge originates within the company. In some years, the calendar itself becomes a critical planning variable.<\/span><\/p>\n

World Cups, elections, excessive holidays, and major social events are not just dates on the calendar. They alter behavior, productivity, consumption, and, most importantly, the pace of decision-making. Ignoring this context is naive; making it the central justification for all actions leads to paralysis.<\/span><\/p>\n

Neste artigo, vamos ver como encontrar o equil\u00edbrio entre reconhecer os efeitos de um ano at\u00edpico e manter estrat\u00e9gia, disciplina, execu\u00e7\u00e3o e como a tecnologia ajuda a aumentar a previsibilidade mesmo em cen\u00e1rios inst\u00e1veis.<\/span><\/p>\n

When the calendar becomes a management variable.<\/b><\/h2>\n

The challenge for companies, especially in the technology and services sectors, lies in finding the balance between recognizing the effects of an atypical year and not allowing the external environment to become an excuse for lack of execution. Context influences, but does not replace strategy, discipline, and management responsibility.<\/span><\/p>\n

What changes in years of major events?<\/b><\/h3>\n

Eventos como a Copa do Mundo e elei\u00e7\u00f5es tendem a gerar ru\u00eddo. A aten\u00e7\u00e3o das pessoas se fragmenta, os ciclos de decis\u00e3o se alongam e as prioridades mudam temporariamente. Em muitos mercados, observa-se posterga\u00e7\u00e3o de investimentos, desacelera\u00e7\u00e3o comercial em determinados per\u00edodos e maior dificuldade de previsibilidade.<\/span><\/p>\n

The mistake of feigning surprise.<\/b><\/h3>\n

Isso n\u00e3o \u00e9 novidade. O erro est\u00e1 em fingir surpresa quando acontece ou tratar esses momentos como exce\u00e7\u00f5es improv\u00e1veis. O impacto \u00e9 conhecido e quem o ignora n\u00e3o est\u00e1 sendo pego de surpresa, est\u00e1 apenas deixando de planejar.<\/span><\/p>\n

Predictable events treated as unpredictable.<\/b><\/h2>\n

What we still frequently see is organizations treating these events as unpredictable factors, almost like accidents along the way. They are not.<\/span><\/p>\n

Known, recurring, and measurable.<\/b><\/h3>\n

These are well-known, recurring, and largely measurable events. They are on the calendar years in advance. The impact may vary depending on the sector, customer profile, and economic climate, but the existence of an impact is certain.<\/span><\/p>\n

Not considering the context is a choice.<\/b><\/h3>\n

Not considering it in planning is a choice, not an inevitable consequence. Recognizing this is the first step to moving from being a victim of the calendar to taking control of what is, in fact, controllable.<\/span><\/p>\n

Examples of events that impact planning<\/b><\/h2>\n

The calendar for an atypical year usually includes different types of events, each with its own effects on the business:<\/span><\/p>\n